Organizational Ambidexterity and Performance: A Meta-Analysis

By Paulina Junni, Riikka M. Sarala, V. Taras, Shlomo Yedidia Y. Tarba. 2013

877 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/32bc3134daf953f56b0170bb1f3e4e4d80e0324d

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Organizational Controls and Performance Outcomes: A Meta‐Analytic Assessment and Extension (2018, neutral): “…indicate that controls are at least as important as other determinants of performance such as strategic resources (rc = 0.22) (Crook et al., 2008), organizational knowledge transfer (rc = 0.19) (van Wijk et al., 2008), and exploration (rc = 0.22) and exploitation (rc = 0.22) ( Junni et al., 2013).”
Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “The use of the word ambidexterity in scholarly debate has risen rapidly (Birkinshaw & Gupta, 2013; Gulati & Puranam, 2009; Junni et al., 2013; O’Reilly, Harreld & Tushman, 2009; O’Reilly & Tushman, 2013; Raisch & Birkinshaw, 2008; Raisch, Birkinshaw, Probst, & Tushman, 2009) in multiple areas of res”
Success Traps, Dynamic Capabilities and Firm Performance (2015, background): “Success traps reflect organizational inertia that causes the organization to focus on existing competences based on past success and prevents it from adapting to the changing environment (Junni et al., 2013).”
Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes (2018, background): “However, scholars (e.g., Junni et al., 2013) have noticed that the majority of studies have used perceptual measures of firm performance and cross-sectional data (e.g., Lubatkin et al., 2006).”
Ambidexterity and organizational learning: revisiting and reconnecting the literatures (2019, background): “Technological and market disruptions may increasingly influence the necessary balancing between exploration and exploitation both within and between organizations (Junni et al., 2013; Wei et al., 2014; Peronard and Brix, 2018).”
Searching for resilience: the impact of employee-level and entrepreneur-level resilience on firm performance in small family firms (2020, neutral): “In line with this, other studies define organisational resilience as the capability to develop innovation that is useful to face changes and exploit/explore opportunities in a mutable setting (Reinmoeller and van Baardwijk 2005; Junni et al. 2013; Akgün and Keskin 2014).”
Organizational responses to performance feedback: A meta-analytic review (2019, methodology): “We followed Junni et al. (2013) and excluded correlation coefficients that were more than 6 standard deviations above or below the mean correlations of the overall sample.”